Why Undefined Expectations Hinder Team Initiative, According to Leanne Bridges

In a recent LinkedIn post, Leanne Bridges discusses a common leadership challenge: teams performing the technical aspects of their jobs but struggling with undefined, yet crucial, responsibilities. Bridges highlights a disconnect between the execution of core tasks and the consistent application of initiative, judgment, and problem-solving.

The Gap Between Technical Skill and Initiative

Leanne Bridges argues that while teams often possess the necessary technical skills and understanding of processes, their effectiveness is hampered by ambiguities in expectations surrounding less defined aspects of their roles. The issue, according to Bridges, isn’t a lack of capability but a lack of clarity.

“Your team can do the job. It’s things around it that aren’t working.”

As Bridges points out, the technical work gets done, and targets are understood. However, the areas that require proactive engagement and independent decision-making often fall short. This leads to a situation where obvious improvements or solutions are not consistently implemented.

The Importance of Defined, Yet Unstated, Expectations

Bridges emphasizes that many managers assume their teams understand what is expected of them, especially in areas that aren’t explicitly detailed in job descriptions or standard operating procedures. This assumption, however, is often where things begin to unravel.

“Most MDs understandably assume their team know what’s expected because the job’s been explained. But the bits that aren’t defined are usually the bits that aren’t working.”

The post identifies key areas where this lack of definition becomes apparent:

• Making a judgement call on how to improve things.
• Taking the initiative and solving a foreseeable problem.
• Handling something difficult without asking you.

According to Leanne Bridges, these are the very activities that differentiate a capable team member from a proactive and indispensable one. When these actions are inconsistent, it signals a breakdown in communication or an oversight in expectation setting.

Bridging the Expectation Gap

Leanne Bridges suggests that the solution lies in a more nuanced approach to defining roles and responsibilities. It’s not just about outlining the technical duties but also about fostering an environment where initiative and judgment are encouraged and implicitly understood.

“The technical work gets done. But the things that really should be obvious aren’t happening consistently.”

In Bridges’ view, leaders need to move beyond simply explaining the job and instead focus on cultivating a culture where employees feel empowered to make decisions, solve problems, and take initiative, even in situations not explicitly covered by a rulebook. By addressing these undefined areas, organizations can unlock greater team potential and drive more consistent, proactive performance.